By Brad L. Peterson
Details expertise charges are excessive, yet businesses need to pay to stick forward. This distinct booklet is helping businesses utilize their IT acquisitions price range by means of warding off undesirable expertise investments and damaging seller relationships. buying decision-makers and enterprise managers will achieve the information and self assurance to buy and deal with know-how successfully, by means of studying how you can: ** Beat owners at their very own video game. find out how proprietors imagine, and see via their smoke and mirrors. ** stay away from the pitfalls of technophilia. Separate the highly-priced toys from the know-how that will supply genuine effects. ** signal offers the corporate can dwell with. Negotiate, visual display unit, and revamp know-how acquisition contracts. ** Administer know-how successfully. comprehend software program licenses and understand how and whilst to exploit experts and outsourcing.
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Extra resources for The Smart Way to Buy Information Technology: How to Maximize Value and Avoid Costly Pitfalls
Example text
Found out exactly what could go wrong when its payroll processing was taken off the mainframe and moved to a client/ server environment. There was no compelling business reason to switch. With the old system, payroll was being processed efficiently, at a reasonable cost. But it was precisely this innocent attribute of the systemthat it was "old" and unsexythat sent the technophiles at BZB Inc. out into the world in search of a solution they could brag about to their friends. What they (and their friends) never considered was the special nature of the payroll function.
This ploy relies on inflating the ego of the decision maker. Most decision makers, left to their own devices, will want to think things over and talk to knowledgeable peers. The vendor needs to inflate the ego of the decision maker to the point where no other opinions appear important. How does this work in practice? Imagine a decision maker who turns to his financial, technical, and negotiating advisers and says: "You people are all obstructionists. You don't need to protect me. " That sort of decision maker can easily be moved to sign even the most unfavorable vendor form.
Consulting The Benefits to the Company Locking In the Benefits of Consulting Who Owns the Work? Confidentiality Keeping Consultants Independent Projects by the Hour: The Consulting Paradox 177 Chapter 14. Equipment Buying Equipment Maintaining Equipment Leasing Equipment Disposal 193 Chapter 15. Outsourcing Analyzing Outsourcing The Vendor's Position Services Pricing The Company's People The Vendor's People Information Technology Assets Intellectual Property Communication Mechanisms Liability Termination Summary 209 Chapter 16.